Global Strategy for the European Union’S Foreign and Security Policy Shared Vision, Common Action: a Stronger Europe
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(Scotland). PUB DATE 96 NOTE 64P.; Photographs May Not Reproduce Clearly
DOCUMENT RESUME ED 407 700 EA 028 284 TITLE Guide to Education and Training in Scotland. INSTITUTION British Council, Edinburgh (Scotland). PUB DATE 96 NOTE 64p.; Photographs may not reproduce clearly. PUB TYPE Reports - Descriptive (141) EDRS PRICE MF01/PC03 Plus Postage. DESCRIPTORS Compulsory Education; Educational Resources; Elementary Secondary Education; Foreign Countries; *Governance; *Government School Relationship; Higher Education; *National Curriculum; Preschool Education; Public Policy; *Public Schools; *School Administration; Vocational Education IDENTIFIERS *Scotland ABSTRACT Scotland is known for its high standards in education and training at all levels. This guide offers an overview of how education and training is managed in Scotland. It contains information on the different sectors in education, progressing from preschool to higher education; a summary of the way in which education in Scotland is funded,managed, and evaluated by the central government and local education authorities; detailed information on the role and responsibilities of the educational agencies; and full contact information for the 46 further education colleges and 23 higher education institutions. (LMI) * ********** ******* ***** ****** ***** * ******** ************************************* Reproductions supplied by EDRS are the best that can be made from the original document. ***** ****** **************** ******* ******************************* ****** ********* AVAILABLE COPY BEST s e (ERIC) CENTER INFORMATION RESOURCES EDUCATIONAL THE TO BY GRANTED BEEN IjQS MATERIAL THIS DISSEMINATE AND REPRODUCE TO PERMISSION policy. or position OERI official represent necessarily not do document this in stated opinions or view of Points quality. reproduction improve to made been have changes Minor it. originating organization or person the from received as reproduced been has document This (ERIC) CENTER INFORMATION RESOURCES EDUCATIONAL Improvement and Research Educational of Office EDUCATION OF DEPARTMENT U.S. -
League Tables
GLOBAL LEGAL ADVISER LEAGUE TABLES 2014 2014 MANAGER RANKINGS LEGAL CAPITAL MARKETS The Bloomberg Capital Markets Tables represent the top arrangers, bookrunners and advisors across a broad array of deal types including loans, bonds, equity and M&A transactions; according to Bloomberg standards. LEAG<GO> for a full range of league tables MA<GO> for a full range of merger & acquisition tables NI LEAG CRL<GO> or http://www.bloomberg.com/ for a full range of market-specific league table publications Due to the dynamic nature of the Professional Service product, league table rankings may vary between this release and data found on the Bloomberg Professional Service. DATA SUBMISSIONS AND QUERIES Contact Phone Email Americas Paul Bandong +1 609 279 5187 [email protected] EMEA Sami Arafeh +971 4 4492349 [email protected] Asia-Pacific Janoearto Alamsyah +60 3 2302 7887 [email protected] © 2014 Bloomberg Finance L.P. All rights reserved. Bloomberg Legal League Tables Global Eqty/Eql/Rights Issuer Advisers Ranked by Volume Ranked by Deal Count 1/1/14 - 12/31/14 2014 2013 MKT 1/1/14 - 12/31/14 2014 RANK MKT VOLUME DEAL RANK MKT SHARE RANK MKT DEAL FIRM FIRM SHARE USD (Mln) COUNT SHARE CHG (%) SHARE COUNT Simpson Thacher & Bartlett 1 5.2 29,976 53 1 5.1 0.1 Conyers Dill & Pearman 20 1.2 74 Latham & Watkins LLP 2 5.0 29,150 72 4 3.0 2.0 Latham & Watkins LLP 2 5.0 72 Davis Polk & Wardwell 3 3.8 21,983 44 7 2.3 1.5 Skadden Arps Slate Meagher & Flom 6 2.7 67 Vinson & Elkins LLP 4 3.0 17,593 52 3 3.1 (0.1) Cooley LLP 22 1.1 57 Linklaters -
The Spy at Nkosazana's Side Paedophile Thief Mining The
R45 NEWS YOU’RE NOT SUPPOSED TO KNOW (inc VAT) noseweek218 The spy at Nkosazana’s side DECEMBER Paedophile thief mining the Waterberg 2017 00218 Makhosi Khoza sinks her claws into Zuma’s ANC 104042 771025 9 GB NoseWeek MCC Ad_02.indd 1 2016/12/12 2:03 PM Your favourite magazine is now ISSUE 218 • DECEMBER 2017 available on your iPad and PC 4 Letters 6 Editorial 31 Smalls Books Page 26 AVAILABLE ON YOUR COLUMNS TABLET 7 Facebook defaces Noseweek 28 Not rocket Social media monolith blocks our ad because it includes mugshot of its CEO, Mark Zuckerberg science Download your 30 Last Word 8 How Lowe can you go? What sort of man wants to strip-mine coal from digital edition today the Waterberg? A paedophile and thief, it turns out both single issues and 10 The spy who got Zuma off the hook Tapes used to quash charges against President may subscriptions available have been engineered by Number One’s cronies. Who was ‘Luciano’ and what’s he up to now? PLUS never miss a copy – with back issues available to 16 Robbing the poor to make the rich richer Billionaire Douw Steyn’s palaces get bigger as he download and store pockets a cut of poor clients’ social grant money DOWNLOAD YOUR DIGITAL 20 Long walk to the DA ANC member Bonginkosi Madikizela said he would EDITION AT never join DA. Now he’s one of its provincial leaders www.noseweek.co.za or % 021 686 0570 24 Polokwane public transport’s rocky road There’s more to rapid transit systems than buses and roads – as several cities are discovering NOSEWEEK December 2017 3 Letters a pity other media outlets are so Wayne, good luck and keep up your dependent on mobile network opera- good work holding this corrupt and tors’ ad revenues that they will not incompetent government to account. -
Open Guide (PDF)
Chambers Professional Advisers Crisis and Risk Management 2021 Global-Wide p.1 UK p.19 USA p.33 chambers.com Chambers Professional Advisers Crisis and Risk Management 2021 Global-wide chambers.com Global-wide www.chambers.com How lawyers are ranked Contents: Every year we carry out thousands of in-depth inter- Business Intelligence & Investigations Pre-Transactional Advisory (Investigative Due Diligence) p.3 views with clients in order to assess the reputations Pre-Transactional Advisory (Technology-Led Due Diligence) p.6 and expertise of business lawyers worldwide. The Crisis Management p.7 qualities we look for (and which determine rank- Cybersecurity Risk p.8 ings) include technical legal ability, professional Environmental, Social & Governance Risk p.11 conduct, client service, commercial awareness/ Political Risk p.15 astuteness, diligence, commitment, and other qual- PR & Communications Crisis Management p.17 ities most valued by the client. Leaders’ Profiles in p.18 An Introduction to Business Intelligence & Investigations: Pre-Transactional Advisory (Investigative Due Diligence) Contributed by G3 The global M&A landscape has evolved. How have investigation stand the accuracy of an order book puffed up ahead of a sale, for firms responded? example, or a potential change in government policy in a strate- A wall of liquidity has driven competition for a diminishing pool of gic sector that may impact an investee company’s ability to sell quality assets. Valuations have gone up, transaction timeframes to China. The ability of an intelligence firm to discreetly source come down, and the penalties for structuring the wrong deal such sensitive information helps to remove uncertainty around a grown more acute. -
Management of the British Council
Report by the Comptroller and Auditor General NATIONAL AUDIT OFFICE Management of the British Council Ordered by the House of Commons to be printed 22 May 1991 LONDON: HMSO E6.95 net 464 This report has been prepared under Section 6 of the National Audit Act, 1983 for presentation to the House of Commons in accordance with Section 9 of the Act. John Bourn Comptroller and Auditor General National Audit Office 20 May 1991 The Comptroller and Auditor Generalis the head of the National Audit Office employing some 900 staff. He, and the NAO, are totally independent of Government. He certifies the accounts of all Government departments and a wide range of other public sector bodies; and he has statutory authority to report to Parliament on the economy, efficiency and effectiveness with which departments and other bodies use their resources. MANAGEMENT OF THE BRITISH COUNCIL Contents Pages Summary and conclusions 1 Part 1: Background and scope 6 Part 2: Planning and monitoring 10 Part 3: Interchanges and specialist services 14 Part 4: Promotion of English, libraries and the arts 18 Part 5: Management initiatives 21 Appendices 1. Organisational structure of the British Council 28 2. Main British Council expenditure on activities grouped by funding source 29 3. Gross expenditure by country 1989-90 30 4. Main British Council activities in four overseas countries, 1989-90 31 5. Checklist of good practice 34 Summary and conclusions 1. The British Council, developed fiorn a small committee in 1934, has become one of the principal arms of the United Kingdom’s overseas diplomacy. -
Apol1 Pnas Plus
Evolution of the primate trypanolytic factor APOL1 PNAS PLUS Russell Thomsona,1,2, Giulio Genoveseb,c,1, Chelsea Canona,d, Daniella Kovacsicsa,d, Matthew K. Higginse, Mark Carringtonf, Cheryl A. Winklerg, Jeffrey Kopph, Charles Rotimii, Adebowale Adeyemoi, Ayo Doumateyi, George Ayodoj,k, Seth L. Alperb, Martin R. Pollakb,c, David J. Friedmanb,l,4, and Jayne Rapera,d,3,4 aDepartment of Microbiology, New York University School of Medicine, New York, NY 10016; bRenal Division and lCenter for Vascular Biology Research, Beth Israel Deaconess Medical Center, Harvard Medical School, Boston, MA 02215; cBroad Institute of Harvard and Massachusetts Institute of Technology, Boston, MA 02215; dDepartment of Biological Sciences, Hunter College at City University of New York, New York, NY 10065; eDepartment Biochemistry, University of Oxford, Oxford OX1 3QU, United Kingdom; fDepartment of Biochemistry, University of Cambridge, Cambridge CB2 1QW, United Kingdom; gBasic Research Laboratory, Center for Cancer Research, National Cancer Institute, National Institutes of Health, Leidos Biomedical Research, Inc., Frederick National Laboratory, Frederick, MD 21702; hKidney Disease Section, National Institutes of Health, Bethesda, MD 20892; iCenter for Research on Genomics and Global Health, National Human Genome Research Institute, National Institutes of Health, Bethesda, MD 20892; jKenya Medical Research Institute, Kisumu, Kenya; and kDivision of Pediatrics, University of Minnesota Medical School, Minneapolis, MN 55454 Edited by Paul T. Englund, Johns Hopkins University, Baltimore, MD, and approved April 8, 2014 (received for review January 15, 2014) ApolipoproteinL1 (APOL1) protects humans and some primates against Trypanosoma brucei brucei, whereas baboon sera protect against several African trypanosomes. APOL1 genetic variants against T. b. brucei, Trypanosoma brucei rhodesiense, and po- strongly associated with kidney disease in African Americans have tentially, Trypanosoma brucei gambiense (8, 9). -
G3), Standard Disclosures for Human Resource Practices: Compliance and Determinants in the Financial Services Sector: Europe, Asia and Others
Global Reporting Initiatives (G3), Standard Disclosures for Human Resource Practices: Compliance and Determinants in the Financial Services Sector: Europe, Asia and Others Author Boolaky, Pran Krishansing Published 2011 Journal Title Academy of Taiwan Business Management Review Copyright Statement © 2011 Academy of Taiwan Business Management Review. The attached file is reproduced here in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version. Downloaded from http://hdl.handle.net/10072/45389 Link to published version http://www.jtiba.com/ Griffith Research Online https://research-repository.griffith.edu.au Global Reporting Initiatives (G3), Standard Disclosures for Human Resource Practices: Compliance and Determinants in The Financial Services Sector: Europe, Asia and Others Pran Krishansing Boolaky Griffith University Australia ABSTRACT This paper is the first to study whether Human Resource Practices (HRP) disclosure in sustainability reports of Financial Services Sector (FSS) firms comply with G3 guidelines. The paper raises issue on compliance of practices with G3 because it is considered as a generally acceptable reporting framework by many organisations around the world and expects firms to provide consistent and comparable information in sustainability reports. To measure compliance it compares HRP disclosure with the disclosure guidelines in G3 and then compliance between firms within a region and between regions, namely: Europe, Asia and ‘Others’. Using content analysis the paper measures HRP disclosure compliance with G3 standard disclosures between companies in the financial service sector within region and between regions and (ii) then uses hierarchical regression analysis to investigate the determinants of the compliance level. -
Tailored Review of the British Council
British Council Tailored Review 2019 February 2019 British Council Tailored Review 2019 1 Cover photo © Mat Wright/British Council Contents Overview .............................................................................................................5 Full list of recommendations.................................................................................7 Introduction—aims and approach ........................................................................9 Section 1—Purpose ...........................................................................................11 Chapter 1: Overview of the British Council .....................................................11 Chapter 2: Objectives ....................................................................................12 Section 2—Delivery ............................................................................................20 Chapter 3: Effectiveness ................................................................................20 PART I: British Council framework ..............................................................20 PART II: UK Government Framework .........................................................25 Chapter 4: Working with UK Government and the devolved administrations ..34 Chapter 5: Structure & Controls .....................................................................40 Section 3—People and process ..........................................................................45 Chapter 6: Status and Sustainability ...............................................................45